The multiple perspectives through which culture is explored in this volume show that culture in organizational settings is more complex, pluralistic, diverse, and contradictory than previously acknowledged. Addressing culture at various levels including national, industrial, organizational, and suborganizational, Cultural Complexity in Organizations provides an extremely broad, yet concise, analysis representing the latest research. Some of the areas of focus are implicit managerial understandings and overt practices, the growth and decline of organizations with a focus on culture, managerial control strategies and the dynamics of subcultural formation, change, and temporary reconciliation, among others. Written by a multinational and multidisciplinary group of scholars, the contributions are based on case studies describing situations in an array of settings such as Samsung, a car plant in Slovenia, Hewlett-Packard, a Dutch amusement park, a U.S. software developer, and an airline (SAS), as well as examples from the not-for-profit sector. Using empirical data based on innovative and multi-method research approaches, Cultural Complexity in Organizations is an important reader that goes beyond description to make recommendations on how to better deal with cultural complexity in organizations. Recommended for students and professionals in organization studies, management, gender studies, sociology, and psychology.

Table of Contents:
Single and Multiple Cultures in International Cross-Cultural Management Research - Sonja A Sackman et al An Overview PART ONE: CULTURE WITH A FOCUS ON THE NATIONAL LEVEL Discursive Contradiction of Tradition and Modernity in Korean Management Practices - Seungkwon Jang and Myung-Ho Chung A Case of Samsung′s New Management Eastern Europe Meets West - Tatjana Globokar An Empirical Study of French Management in a Slovenian Plant A Perceptual Study of Turkish Managers′ and Organizations′ Characteristics - Yasemin Arbak et al Contrasts and Contradictions PART TWO: CULTURE WITH A FOCUS ON THE ORGANIZATIONAL LEVEL West Coast Camelot - Terry Schumacher The Rise and Fall of an Organizational Culture Cultural Contrasts in a Democratic Non-Profit Organization - Thomas Samuel Eberle The Case of a Swiss Reading Society Telling Tales - Sierk Ybema Contrasts and Commonalities within the Organization of an Amusement Park Inside Hewlett-Packard - Patrick McGovern and Veronica Hope-Hailey Corporate Culture and Bureaucratic Control PART THREE: CULTURE WITH A FOCUS ON THE SUB-ORGANIZATION LEVEL National Culture and Gender Diversity within One of the Universal Swiss Banks - Katrina Burrus An Experiential Description of a Professional Woman Officer and President of the Women Managers′ Association Managerial Control Strategies and Sub-Cultural Processes - Diana Rosemary Sharpe On the Shop Floor in a Japanese Manufacturing Organization in the UK Discontinuous Technological Change as a Trigger for Temporary Reconciliation of Managerial Subcultures - Juha Laurila A Case Study of a Finnish Paper Industry Company Organizational Factors Influencing Homogeneity and Heterogeneity of Organizational Cultures - Bas A Koene, Christopher Boone and Joseph L Soeters PART FOUR: ETHNICITY CROSS-CUTTING ORGANIZATIONAL BOUNDARIES Ethnic Diversity in Organizations - Sjiera de Vries A Dutch Experience The Strategic Utilization of Ethnicity in Contemporary Organizations - Willem C J Koot PART FIVE: SOCIAL IDENTITY AS A CRITICAL CONCEPT IN DEALING WITH COMPLEX CULTURAL SETTINGS Cross-Cutting Identifications in Organizations - Helge Hernes Organizational Identity as a `Crowded Category` - Peter Dahler-Larsen A Case of Multiple and Quickly Shifting We-Typifications